How to ask questions in the interview can give you extra points. Interview is the most commonly used talent selection method at present. Generally, the interviewer will ask the job seeker at the end: "Is there anything you want to know?" Then how to ask questions at this time, and see how to ask questions in the interview can add points for yourself.
How to ask questions in the interview can give you extra points. 1 Taboos that job seekers can't make when asking questions to interviewers.
1. Candidates who are not good at breaking the silence and don't take the initiative to talk to the interviewer are usually considered "introverted", and what's more, they are considered "unsociable". No matter what kind of evaluation, it will have a negative impact on candidates.
2. "Intimacy" with the interviewer An interviewer who has a certain professional quality is taboo to befriend the applicant, because the relationship between the two sides in the interview is too casual or too tense, which will affect the interviewer's judgment.
3. It is a common prejudice to be dissatisfied with the interviewer's words and deeds because of prejudice or prejudice, or to question the interviewer's ability, thus losing objective judgment on the company. This will also make candidates lose a good opportunity.
During the interview, the interviewer will usually give you a chance to ask questions, but take it!
1. What is the biggest challenge of this job?
This question lets you know the pressure you may be under, and also gives you a chance to show your ability. After listening to the interviewer's answers, expressing your opinions and confidence in time will add points to your interview results.
2. Why do you want to recruit this position at present?
From this question, you can know why your predecessor left, and you can also analyze whether this position is an opportunity or a trap-you won't meet a cold-blooded boss, will you?
3. What is the process after the interview?
The interviewer will tell you whether there is a written test, or the second and third round of interviews, as well as the general recruitment process, so that you can know fairly well and continue to prepare for future job interviews.
4. When can you make a decision?
Know when to follow up, know how your interview results are, and whether you have received the other party's reply within the time limit.
Verb (abbreviation of verb) What is your company's job content and expectation for this position?
Although job advertisements usually include job responsibilities, you can learn more from the interviewer to see if the company has a clear position for this position.
6. Does your company have formal or informal education and training?
Training is also a kind of welfare. Knowing this, it is better to adjust your plan accordingly, and at the same time show that you are an enterprising person.
How to ask questions in the interview can give you extra points. Interviewing anyone, even college students, has more than ten years of life experience, but the interview selection time is often only fifteen minutes. Can you really hire someone in such a short time? This is a common concern of interviewers. During the interview, they will find that "asking" and asking the effect are not the same thing. After asking for a long time, they don't know what they asked, and they can't judge what their answers explain. The interview process of a few minutes is like the process of "looking at the face". The decision-making methods of "intuition" and "patting the head" have become the magic weapon of most interviewers.
In fact, the interview has a doorway. If you master the doorway, you can ask people's quality, ability and values in a very short time.
Interview, grasp the key An enterprise made an interview score sheet before doing the interview. I saw 20 abilities that need to be evaluated in the interview and asked them if they could complete the evaluation in the interview. They said no, because there were too many, and asked why they didn't cut them. The answer is because they can't let go.
When I was doing a program on CCTV's Absolute Challenge, human resource managers of many enterprises asked me, can I evaluate a person in such a short time? I said, yes, people don't need to be comprehensive, as long as they can evaluate a person's key characteristics in a short time.
In the interview, theoretically, it is best to "cover everything", because measuring the degree difference of each trait can avoid any mistakes. But in fact, as long as we grasp the most critical "theme" in demand, we can make a choice from a large number of talents, such as choosing basketball players, picking out tall people first, choosing pilots first, choosing ordinary employees first, and picking out people without blood diseases and liver diseases. Every post must have some characteristics that directly affect the performance of this post, and the training cost is relatively high.
Therefore, the key to speed up the interview is to find the "main melody". Before the interview, we should carefully analyze what is the most important demand of a position for a person-the main melody, so as to allocate the limited time to the most critical characteristics during the interview.
Some interviewers will be very worried about whether there will be problems in their work if they grasp the "main theme" instead of covering everything. In fact, everyone has their own imperfections, and mistakes may occur, but when people arrive at their posts, they are not static, but can be restrained, cultivated and run-in; From the research point of view, there is no essential difference between talent and ability, and some are degree differences. Everyone has all the qualities. The difference is that there are many people, few people, strong people and weak people. It seems that everyone has a body structure, a heart, a stomach and lungs. The difference lies in the different functions. If the "main theme" is grasped, the talents recruited will be those with the lowest training cost and management cost. The measure of interview success is: the lowest cost of recruited talents and the lowest possible risk. In other words, the selected talent has the most difficult excellent quality to cultivate, and he will be most likely to realize the requirements of the enterprise and not easy to make the most taboo mistakes.
Interview, around the standard
I remember an interviewer recruited a student. Why? Because the student explained the logo of the enterprise very clearly, and the interviewer happened to be the person who participated in the logo design that year, he immediately decided to recruit this student. The student applied for a job in finance.
An interviewer eliminated a student because the student shook his leg during the interview. The interviewer said that such students have no cultivation. The student is applying for a research and development position.
When selecting talents, enterprises often make judgments because of a person's strengths or weaknesses, and people with outstanding characteristics are easy to be selected or eliminated. In fact, such a choice is prone to deviation. The interview is not about what kind of person the other person is, but what kind of person we need. Many times the interviewer's misjudgment is because he didn't know what kind of talents he needed in the early stage and didn't know the specific talent standards.
It seems that the question of the interview is not asking questions and asking questions. Basically, the interviewer does not know what the standard is, will not ask questions step by step, and will not look at people. So, even if you ask a question and you hear the answer, how to judge it is quite different. Often faced with the same person, different interviewers will come to inconsistent conclusions. The important reason is that the standards are unclear and different.
Determining standards is the most critical and difficult technique in an interview. Before the interview, the interviewer must clarify the following three questions:
First, what is the working standard of the enterprise?
Second, what is the employment standard of the enterprise?
Third, what is the specific performance of the employment standard?
The determination of interview criteria is carried out under the demand of "main melody melody". The interview criteria are detailed layer by layer, from large to small, and implemented step by step. Just like enterprise management, the main contents and working standards of each specific post are the same from top to bottom. In this way, when you see the employee's work behavior, you will know his influence on the enterprise's big goals. The interview criteria are also refined and implemented layer by layer until they can be assessed from the language, so that the interviewer can judge whether his characteristics meet the requirements of the enterprise by hearing the specific language of the interviewer.
In determining the standards, the difficulty lies in not only determining the specific behavior requirements, but also determining a potential standard, that is, figuring out what kind of performance shows its great potential, the fastest training and the lowest management cost under the premise that the interviewer has not yet met the requirements of the enterprise.
To set standards, you need to know the job requirements and personnel very well. Every interviewer should have the hard work of "setting standards", so that when asking questions, he will focus on "interview standards" and judge that talents are reasonable.
What did your parents do from bad to bad in the interview?
What was your most successful thing in the past?
How is your relationship with your classmates?
What are your personality characteristics?
How did you write your professional thesis? ……
What should I ask in the interview? How to choose a topic?
It sounds as if every question is important. But I have asked, and there is not enough time. What should we do when we have determined many detailed standards and don't have time to ask them all? In fact, not every college student needs the same interview time.
Under normal circumstances, when we interview, there are two main purposes: 1, elimination; 2. Choose the best. Elimination can be judged by a standard, and the selection of the best needs comprehensive measurement.
Therefore, it is very important to learn how to choose a topic in an interview. When we have determined the "main theme" of enterprise demand and defined the standards of employing people, we need to make choices, select key standards, ask key events and judge key features. The purpose of asking questions and questioning in the interview is to select the best and eliminate them. The most efficient and accurate interview method is to fully understand and grasp the key. The interview time is often only 15-30 minutes. Use key questions to quickly eliminate bad ones, and then use comprehensive questions to select the best ones, so that elimination and selection are well known.
How to "know everything" and "grasp the key"? This should be done in advance in the process of determining standards.
Before the actual interview, the interviewer needs to make a standard multiple-choice question, which standard is the key, and constantly make one or more multiple-choice questions from the options. In the actual interview stage, the interviewer needs to constantly choose the key points to ask according to the other party's answers. The more skilled the "topic selection" process, the higher the efficiency of the interview.
Interview, from behavior to behavior, an interviewer asked college students: what is the biggest gain in college?
The college student replied: I founded a club and served as the chairman for three years.
Interviewer: Tell me about the situation at that time.
College students: At that time, the school was a military school, and there were few activities at ordinary times. We organized an entertainment club, which is unprecedented in our school. The students are very welcome. In the past three years, we have organized four large-scale activities, and there are many small-scale activities at ordinary times, which are quite successful.
Reporter: So what did you learn from it?
College student: I think my personal ability has been greatly improved, both in interpersonal communication and work ability.
This conversation took place in the classroom where I taught interview skills. At that time, there was a mock interview. I invited a lovely female college student to take questions from my classmates in the classroom. The short conversation made many interviewers recognize the college student. And I think this conversation is an inefficient problem.
Programmatic questioning methods Shallow questioning methods tend to beautify their own questioning methods, and they can be answered without real experience-in fact, they are all inefficient questioning interviews, not "classroom questioning", not asking a question, listening to the other party's answer, and then seeing if the other party's answer is correct. Interview is more like a process of "investigation and evidence collection". The interviewer needs to find out the truth of the matter, and the interviewee may not be invited according to the facts. If the interviewer asks a big question, such as do you have a sense of teamwork? Respondents said: Yes. The interviewer said, for example. After what the interviewee said, the interviewer needs to ask questions layer by layer until it is confirmed. Usually a big problem needs many small events. The bigger the problem, the more "evidence" you need to obtain.
In the whole interview process, it is necessary to "collect evidence" to judge the strength and potential of the other party.
Q&A in an interview is a process in which the interviewer guides and lures the interviewee to show his true ability.
However, to evaluate a person's ability, what should we know to judge quickly?
You should know that there are three elements in the composition of ability: cognition, motivation and behavior. Only the harmony of the three elements can constitute the ultimate ability. It's easy to get to know each other in the interview, but understanding may not be supported by behavior. Many people think well, but they may not be able to do it. If you ask about motivation, such as motivation, interest, personality, etc. It is easy to derail, and it is difficult to find out whether its internal motivation meets the requirements in a short time. In the interview, when asking about behavior, it is easiest to see the level of ability, and anyone's ability will definitely be shown through behavior. When you see whether a person's behavior is up to standard, you can infer his inner level of understanding and motivation.
Ability, there are always some key behaviors, just like watching a basketball game. The commentator will explain the performance of key behaviors such as blocking, assisting, stealing and pitching, so that you can easily judge a player's ability level. Every ability, such as communication ability, execution ability, learning ability, and ability to withstand pressure, has key behavior performance.
It will be faster and more accurate to ask questions from key behaviors during the interview.
In fact, the above example only asks the cognitive level, which is not detailed and thorough, and is invalid in the interview.
In the interview, asking questions and questions don't have to be surprising, but they must be solid. After accurately understanding the standard, ask questions layer by layer until you find out the real ability state. Many times, you don't have to ask many questions, but ask the truth, so naturally you can't cheat.